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| Criterion |  Decision Making Eisenhower Matrix |  Decision Making Option Framing |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | It separates true priorities from noise so it becomes clear what should be done now, scheduled, delegated, or dropped. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 15-30 min | 45-120 min | 1-2 h | 60–90 min |
Participantsdifferent | 1-6 | 3-8 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Eisenhower Matrix, Action List, Delegation Notes | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | PrioritizationFocusTasks | OptionsDecision framingStrategyComparison | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |